![]() ![]() who stood behind me and backed up my actions, he threatened to fire the both of us. I had to sign-off on the write-ups and the V.P. ![]() had hand written meeting minutes with no sign-ins or no outcomes, and he had mis-dated them and forgot we had a formal sign-in sheet, agenda, and outcome measurements.Īlthough he could have written me up under 4.17, he decided to give a major to the V.P. He was laughing so hard I thought he was going to have a stroke. As we had two auditors he said no Al, you can go with the other auditor.Īfter about an hour the lead auditor and I met for a time out. if he would like to sit in with him and the auditor. audit it came time for management review. ![]() and gave him a "copy" of all my documentation.ĭuring the surv. He said to make a decision and he would back me up.Īfter about 3 requests for at least a response I let the subject go and informed the G.M. I kept documentation and informed my boss, the General Manager, of the lack of response. I once did this when I issued a corrective action to the Vice-President for not holding monthly management meetings. Stick to your guns with your morals and attitude, reputation is the best thing you can have in our career choices. Our registrar is quite cooperative with such things and I do think that will be effective. very helpful, and I particularly liked the suggestion of involving the registrar, if only for a talk with my management team. I'll probably get in hot water for doing that (one of my manager's says "it won't be a problem unless you make it a problem!") - but for my own integrity and, more importantly, the integrity of this quality system, I need to get the message across (with the help of the registrar) that this is serious stuff. I DO plan to enlist the help of my registrar's auditor when he is here in a few months, and ask him to sit down with my management team about it. But I have, to cover everything, printed out a BOOK of emails about the problems I've had here, and done 99% of my communications with the dept manager only by email so I have documentation. I'm going to attempt to confirm effectiveness this week. I extended the deadlines at the request of MY manager (who also manages the problematic manager), and the guy managed to come in under the wire (barely) with some semblance of resolutions. to update you, the original findings were NOT closed out due to uncooperative dept manager. Since then we've overhauled the process (literally.step-by-step, paint by number type instructions including form with #'s that matched instruction sheet) made set timelines depending on quality impact, and every Friday I still issue out the weekly 'RCA Open Log'. He got a very polite (and it sooo helps having info come from outside the organization sometimes) "I'm dissapointed to see that the system isn't being supported as stronlgy as in the past" and then the auditor wrote up a NCN. He said he spoke with the supervisor and let him know "that it needs to be done" but was still aware it was open. during the review the auditor wanted to know what steps had been taken to have the open items addressed and i was able to show him all the documentation, including the mgmt rev mtg minutes - where the Plant mgr made a bold "Get it done by X or else!" and wanted to know what he did when his deadline passed. Brought it up and pressed for a resolution plan from the plant mgr at the next Mgmt Rev mtg (really need to take on that pit bull persona in there). Finally I sent weekly open RCA logs to all involved (originator/recipient) and both the QA Manager and the Plant Manager. Some folks I was able to 'partner with' so to speak and helped guide them through taking 'correct' steps to resolve the problem in a timely manner, but that didn't work with all. Our problem was they were taking waaaaay to long to fix very *simple* things (some very low quality impact - others high). If you still get no help, wait until your surveillance audit. Make sure the issue is brought up at Mgmt Rev. Try to work with the person responsible.sit down together and make a plan (if possible). I've had similar experiences and if you want to help your system.document! document! document! that you are doing everything possible (and keep communicating/updating both the supervisor and the manager). IMHO that should never be allowed to happen. I'm not sure how you could possibly close out the audit finding if the problems still exists. ![]()
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